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Organizational Development

Organizational Development. A teeny tiny glimpse. Team Through a Hoop. Objectives. Demonstrate how OD affects us personally, regardless of our position in an organization Demonstrate the issues facing organizations. Agenda. Team Through a Hoop OD Defined Who are the Clients?

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Organizational Development

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  1. Organizational Development A teeny tiny glimpse... www.teamsandleaders.com

  2. Team Through a Hoop www.teamsandleaders.com

  3. Objectives • Demonstrate how OD affects us personally, regardless of our position in an organization • Demonstrate the issues facing organizations www.teamsandleaders.com

  4. Agenda • Team Through a Hoop • OD Defined • Who are the Clients? • What issues does OD address? • How are those issues addressed? • Waterline Model • Helium Stick • E Q • Wrap-up & Additional Resources www.teamsandleaders.com

  5. What is OD? Organizational Development is the process of improving organizations by increasing organizational and/or employee effectiveness. www.teamsandleaders.com

  6. Who are the Clients? Board of Directors, CEOs, VPs During changes in corporate strategy, mission, leadership, technology or organization structure Middle Managers Within specific areas or across functions to identify sources of conflict and barriers to performance, or help build a broader vision and more effective leadership First Line Supervisors To improve operations and employee involvement, establish high involvement work teams, improve organizational communication, develop supervisory training or new reward systems Line Workers To facilitate job redesign improved performance, teambuilding or improvement in the work environment

  7. What Issues Can OD Address? Lack of Mission/Vision Micromanaging Biz Growing Pains Grooming Future Leaders Conflict Performance Gaps Role Ambiguity Ineffective Norms/Patterns Decisions Don’t Stick Diversity Issues Skill Building Low Morale High Turnover Infighting www.teamsandleaders.com

  8. How are Issues Addressed? www.teamsandleaders.com

  9. The Waterline Model* X X X X Task Maintenance Structure (Roles & Goals) Group (Dynamics and Development) Interpersonal (Between 2 People) *Adapted from Harrison, R. (1979) The Waterline Model: A Diagnostic Intervention Model for Managing/Leading Groups. Intrapersonal (Within an individual) www.teamsandleaders.com

  10. Secret Sauce for Success? • Sponsorship • Systemic Thinking • Expecting and Addressing Resistance • Balancing Task and Maintenance • Addressing 3 Factors www.teamsandleaders.com

  11. The Rub • Metrics- How do we know we have succeeded? • Change- even change for the better-is hard. www.teamsandleaders.com

  12. Helium Stick www.teamsandleaders.com

  13. Emotional Intelligence What I see What I do Personal Competence Social Competence www.teamsandleaders.com

  14. Known to Self Unknown to Self 1. Public 2. Blind Known to Others 3. Hidden 4. Unknown Unknown to Others Johari’s Window We can only access this by receiving feedback from others Luft, J. (1970, 2nd Ed.) Group Processes; An Introduction to Group Dynamics. Palo Alto, CA: National Press Books. www.teamsandleaders.com

  15. Review www.teamsandleaders.com

  16. Additional Resources • Connor, D. (1992) Managing at the Speed of Change.New York: Random House Books. • Goleman, Daniel. (1998) Working with Emotional Intelligence. New York: Bantam. • Heen, S., Patton, B., & Stone, D. (1999) Difficult Conversations. New York: Penguin Books. • Heifitz, R. & Linsky, M. (1999) Leadership on the Line. Boston: Havard Business School Press. • O’Neill, Mary Beth. (2000) Executive Coaching with Backbone and Heart. San Francisco: Jossey-Bass. www.teamsandleaders.com

  17. Lack of follow-through Trust Under-perform Distrust Accountability Behavioral Patterns Micromanage www.teamsandleaders.com

  18. Conviction/Connection Model Rigid - Inflexible Conviction Disengaged Avoidance Enmeshed Connection Over-accommodating www.teamsandleaders.com

  19. Triangulation Them You 3rd Party *Based on the work of Murray Bowen www.teamsandleaders.com

  20. Communication Breakdown *Mehrebien, A. (1972) Silent Messages. Chicago: Aldine-Atherton. www.teamsandleaders.com

  21. The Interpersonal Gap Model* A’s observable actions Pass through filters and are transformed Into… Pass through filters and are transformed Into… A’s private intentions B’s private interpretations *Based on the work of John Wallen, PhD. www.teamsandleaders.com

  22. What are YOUR filters? Religion Work Background Education Values Gender Income Age Birth Order Sexual Orientation Marital Status Ethnicity Organizational Role Family Norms Physical Abilities www.teamsandleaders.com

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